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BAPCO - Business Plan for period 1 April - 31 December 2007
BAPCO is a dynamic organisation promoting, for all public safety/civil protection services, the development and use of integrated information and communications technology (ICT) solutions for the benefit and safety of the public and users.
The Association has recently completed a full review if its Strategic Development Strategy and this Business Plan for 2007 implements the recommendations and direction approved by the Executive Committee on 30th January 2007
At the heart of the Strategic Development Plan is a driving force to shape the Association in a way that enables it to respond, in a timely manner, to emerging changes and challenges to achieve its Purpose as defined in the Constitution and Bye-laws, to represent the members interests and requirements and to deliver a consistent level of member benefits across the British Isles, Isle of Man and the Channel Isles.
The Strategic Development Strategy details a number of high level policy statements for the future and this Business Plan contains the goals and objectives against which the delivery of those policies will be measured in 2007.
Strategic Goals for 2007
The strategic goals of this Business Plan are, therefore, to;
1. Position BAPCO as the major influencer and source of expertise in the development and use of public safety/civil contingency integrated information management and communications technologies (ICT) in the British Isles, Isle of Man and the Channel Isles.
2. Deliver a consistent level of member benefits across the British Isles, Isle of Man and the Channel Isles.
3. Support and influence the development of a pan-European public safety/civil contingency user’s forum.
Objectives for 2007
The objectives against which the delivery of this Plan and their impact on the Strategic Goals will be measured are as follows:
1. Marketing and Recruitment
In the changed environment that BAPCO is now operating it is important that a position and credibility is created and maintained that clearly demonstrates that the Association is able to meet and be in front of new challenges facing public safety/civil protection service delivery. The changing environment is not only seen as a challenge but, more importantly, as an opportunity for the Association to pursue its Mission Statement as contained in the Strategic Development Strategy. This Mission Statement is:
“To be the centre of excellence in the British Isles, Isle of Man and Channel Isles for the provision of information, advice and support relating to public safety/civil contingency integrated information management and communications technologies (ICT) for the benefit of the public and the safety of users.”
Therefore, marketing and recruitment will be the number one priority for the Association and resources, both financial and administrative support, will be allocated to ensure that it is able to comply with the following Terms of Reference:
“To provide a source of expertise, advice and guidance to the BAPCO Executive Committee on all matters relating to the promotion and marketing of the Association, recruitment of members and benefits, either corporate or individual, attaching to membership of the Association.”
For this purpose the Marketing and Recruitment Working Group, which is a permanent advisory group within the Association, will re-formed and strengthened using members, both commercial and users, with the requisite skills. The Group will pro-actively monitor developments and issues in public safety/civil contingency response to ensure that the following areas are enhanced or developed:
- Marketing and promotion of the Association is maintained at a high level of professionalism;
- Recruitment, retention of members and provision of member benefits is effective and consistent;
The Objectives for the Marketing and Recruitment Group for 2007 are as follows:
Objective One
To prepare a strategy and action plan for the implementation of an effective marketing and recruitment campaign to commence on 1st August 2007.
Objective Two
To identify and design appropriate marketing and recruitment collateral and submit recommendations to the Executive Committee by 8th July 2007.
Objective Three
Review the use of the Journal and the Web Site as primary tools for marketing, recruitment and communications, both internally and externally, and make recommendations to the Executive Committee by 1st September 2007.
The President Elect of the Association will be the Executive Committee Officer responsible to the Executive Committee for the above marketing and recruitment matters and he/she will establish working groups, each with an appointed Chair, that will report at regular intervals. In this respect it is anticipated that the following Working Groups will be formed immediately although others may be established in response to changing requirements:
• Marketing and Recruitment Advisory Committee;
• Annual Conference and Exhibition Steering Committee;
• Annual Road Show Organising Committee;
• Communications Media Review Committee.
An adjunct to the work of the Marketing and Recruitment Advisory Committee is a requirement to identify additional/alternative sources of revenue that will provide resources to enable the Association to support continued development of the Association.
It has long been recognised that the largest source of income is derived from the annual conference and exhibition but the actual amount received by the Association is limited by the contractual profit sharing arrangements with Brintex Ltd. Unfortunately, the possibility of being able to significantly raise the levels of income by re-negotiation of the profit sharing arrangements are virtually non-existent.
It must be stated from the outset that the manner in which Brintex organize and run the annual event is extremely professional and gives no cause for complaint.
However, there is an urgent need for the Association to identify additional/alternative revenue sources and all avenues must be explored. The most obvious one to examine closely is the proposition for BAPCO to completely take over the organisation and running of the annual event.
The additional financial resources that this would bring to BAPCO each year are readily identifiable but such a strategy would also bring a number of risks. It is therefore necessary for a full risk assessment of the proposition that BAPCO should bring the organisation and running of the annual conference ‘in house’ to be conducted.
Objective Four
To conduct a risk assessment of the proposal for the Association to bring ‘in house’ the organisation and running of the Annual Conference and Exhibition and report to the Executive Committee by 31st August 2007.
The President will be the Executive Committee Officer responsible to the Executive Committee for this project and the Working Group established to conduct the risk assessment will be Chaired by Ian Readhead.
It is also necessary to identify other additional/alternative financial resources that will be ongoing and for this purpose the present Working Group will continue and will be strengthened by the appointment of additional persons.
Objective Five
To identify possible additional or alternative sources of revenue and report to the Executive Committee by 31st August 2007.
The President will be the Executive Committee Officer responsible to the Executive Committee for this project and the Working Group will be Chaired by Maurice Worsell who is the Chair of the Group currently established for this purpose.
2.Administrative Support Services
The primary aim is to provide administrative services that support and enable the Executive Committee, the regions and members to drive the development of the Association as a clearly recognised user led organisation. As the members providing the governance of the Association and regions are all volunteers it is vital that the administrative services providing support to them have the appropriate marketing, organisational and administrative skills and can provide an effective and efficient public facing service.
To service current and forecast short to mid term requirements the revised organisational structure identified in the Strategic Development Strategy will be established on an evolutionary basis.
To provide greater resilience and flexibility in the interim the following will be implemented during 2007.
Objective Six
By 1st April 2007 convert the part time consultancy contract of the current Executive Director into a full time contract of employment at an agreed salary and under Terms and Conditions commensurate with the role and status of the post.
Objective Seven
Amalgamate the present two part time administrative support posts into a single full time post and complete recruitment by 31st May 2007.
Objective Eight
To provide resilience to the Executive Director post, the European Project Manager be designated as Deputy Executive Director from 1st April 2007.
The Vice President will be the Executive Committee Officer responsible to the Executive Committee for delivery of the revised arrangements for administrative support during 2007.
3.Relationships with other organisations
There are many organisations that have a role and responsibility to respond to civil contingencies and emergencies and it is essential that the Association establish a relationship and lines of communication with as many as possible.
The revised organisational structure identifies a need to establish a Board of Advisors, particularly involving ACPO, CFOA, ASA and Governmental Departments, and this will be pursued as a priority.
Relationships with other professional bodies will be pursued through Memoranda of Understanding.
Objective Nine
Negotiate with ACPO, CFOA, ASA and Government Departments the proposed establishment of a Board of Advisors for BAPCO and report to the Executive Committee by 31st December 2007.
Objective Ten
Pursue the establishment of Memoranda of Understanding with other professional entities in the area of public safety/civil contingency service provision and report to the Executive Committee by 31st December 2007.
The President will be the Executive Committee Officer responsible to the Executive Committee for Objectives Nine and Ten.
4.International Matters, including European Developments
Although the Association will concentrate its efforts and resources, both human and financial, in developing the Association and providing member services in the British Isles, Isle of Man and the Channel Isles it will also pro-actively support development of a user forum in Europe and membership of ETSI and Project MESA. The Association will also continue to participate in the APCO Global Alliance for International Co-operation and Development, albeit in this case it will not take a leading role.
The President will be the Executive Committee Officer responsible to the Executive Committee for International matters.
5.Summary
The Strategic Development Plan approved by the Executive Committee on 30th January 2007 established the principles and vision of the Association to meet future challenges and opportunities.
The Business Plan for 2007 establishes the objectives through which a foundation can be laid to enable the principle of a user led organisation to be confirmed and strengthened and establish processes that will enable the challenges and opportunities to be met with renewed vigour and purpose.
April 2007
